Sales development


The development of a successful sales department is important for small and medium-sized enterprises if they

  • would like to develop their market more actively due to an altered market and competitive situation
  • are striving for company growth and would like to intensify their sales activities for this
  • are planning to introduce new products
  • are looking for optimisation approaches in their sales activities
  • would like to build up a sales department and / or
  • are looking for new stimuli for their sales activities

The KeTu consult concept builds on the fact that a sales system contains more than just the actual sale of products or services. An efficient sales system combines structures, procedures and processes with instruments and systems for the generation of turnover and the distribution of goods and services.

Starting from the customer requirements and the full analysis of the sales cycle (entire sales process from A to Z), we define the strategic and operational promising measures, on the basis of the KeTu consult concept, and formulate concrete recommendations for action for the setting up of a successful sales department.

Market and customer segments

  • Market
  • Competition
  • Segmentation
  • Needs and benefits
  • Customer data
  • Customer portfolio
  • Customer loyalty

Sales processes

  • Sales cycle
  • Lead management
  • Enquiry and quotation management
  • Order management
  • New customer acquisition
  • Nurturing of existing customers
  • Opportunity management
  • Up and cross-selling
  • Key account management
  • Complaints process
  • Campaign management
  • Sales partner acquisition, support and development
  • Trade fair process
  • Small account management
  • Management of the customer life cycle

Sales activities

  • Key account planning
  • Route planning
  • Visit preparation and follow-up
  • Identification of purchasing group
  • Performance of sales talks
  • Quotation follow-up
  • Negotiations
  • Achievement of deals


  • Economic key performance indicators
  • Customer-related key performance indicators
  • Acquisition-related key performance indicators
  • Service-related key performance indicators
  • Activity-related key performance indicators
  • Controlling
  • Dashboards
  • Benchmarking
  • Business intelligence

Sales employees

  • Staff selection
  • Human resources development
  • Sales personality

Sales organisation

  • Resources
  • Organisational structure
  • Interfaces
  • Points of contact for customers
  • Team and bureaucracy
  • Sales culture

Sales channels and partners

  • Sales channels
  • Sales partners
  • Direct sales
  • Indirect sales (single-level, multi-level)
  • Wholesalers, retailers

Value proposition

  • Values
  • Service orientation
  • Competitive advantages
  • Price positioning
  • Price differentiation
  • Discounts and rewards
  • Tenders

Customer relationship

  • Customer satisfaction
  • Trade fairs
  • Call centre
  • Internet
  • Customer loyalty
  • Key account management
  • Complaints management
  • Relationship management

Sales management

  • Sales goals
  • Sales planning and monitoring
  • Remuneration system
  • Management style

Business goals and strategies

  • Business goal
  • Market goal
  • Sales goal
  • Employee goal
  • Activity goal

Culture and areas of tension

  • Alternation of the sales culture
  • Coordination of interfaces
  • Team selling
  • Solutions related to structure, processes, human resources and culture

CRM system · information management

  • CRM strategy and goals
  • CRM requirements specification
  • CRM system selection
  • Data cleansing
  • Process optimisation
  • System adjustment
  • IT connection
  • Test and introduction
  • Change management


  • Digital sales strategy
  • Digital sales processes
  • Customer touchpoint management
  • Mobile solutions
  • Social media in the B2B segment
  • Big data